Here is the synopsis of our sample research paper on People and Organizational Change. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
It has been argued that it is not organizations which change, it is people that change. This 9 page paper looks at organizational change to assess this view, looking at change theory as well as cases of change in order to determine whether it is the employees or the companies that change. The bibliography cites 6 sources.
Page Count:
9 pages (~225 words per page)
File: TS14_TEpeopchang.rtf
Buy This Term Paper »
Unformatted sample text from the term paper:
theorists that all agree on one point; that employees need to support the change. This can include ensuring employees understand the need for change, that they can share the vision
and that they trust leadership. From Lewin through to Senge the message is clear, employees need to support change for it so be successful. This indicates that were change is
occurring the real change is with the people and not the organization. When looking at management change theories the need for people
to change is a focal point. Lewin describes way in which change materialises as the effect of driving and restraining forces (Lewin, 1951). The position of an organisation, in this
model, is always under some form of pressure to change. The way in which any changes emerge are as a result of these restraining and driving pressures (Lewin, 1951). Driving
forces can be external to the organisation, for example changes in legislation, environment changes or the industry structure, they may also be internal such as staffing matters or micro economic
factors. Driving factors are highly likely to be financial in origin, such as the need to improve profits or cut costs. Driving forces will be concerned with improving the organisation.
The influences which prevent change are the restraining factors. These tend to be more personal; the resistance to change and factors which
seek to keep the status quo. The problem with some of these forces is that they may be hidden. The effective managers will recognise all of the forces, not
just the outwardly visible ones. Change will only occur where the driving forces are greater than the restraining forces, in this model the restraining forces are mainly human forces.
...